CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Performance appraisal is an important part of performance management system. Performance

management includes planning and setting goals developing performance appraisal method,

implementing it and reviewing in entire process. While managers uses performance appraisal

system but the outcomes is always disappointment with the process and one of their functions is

to ensure organizations are effective and efficient in order for managers to achieve the

organizational goals the individual levels of performance must be assessed. Performance

management is action taken in response to actual performance to ensure improved outcomes.

Performance management is a strategic organizational performance monitoring management

tool. It include operating performance management and monitoring methods process, system

matrices and the application software. Business performance management (BPM), strategy

performance management (SPM) employee performance management (EPM), corporate

performance management (CPM) and other forms of appraisal is a crucial aspect of performance

management, which usually result in a serial impression of worker efficiency and effectiveness,

often operating satisfactory in small public sector institutions where the management knows and

interacts with all employees. the information generated through an unsystematic informal

evaluation has limited value for making valid and justifiable human resource management in

public health institutions. In such a context, accurate performance management data obtained

through a standardized process is required for activities such as the growth in planning, training

and development, compensation, career development and succession planning, therefore most

1
public sector institutions have a need for a formal performance appraisal system to play a leading

role in the areas of development, implementation and maintenance.

1.2 STATEMENT OF PROBLEM

The essence of the portrait is to asses the effectiveness of the employee performance appraisal as

a tool for the growth of public health institutions and also to evaluate its contribution as a

catalyst to the survival growth and profitability to the public health seek. The motive is basically

to assess the prune components of the public health which are

i. To determine how performance appraisal feedback affects employee performance at

federal medical centre Bida.

ii. To establish how performance appraisal process affects employee performance at

federal medical centre Bida

iii. To determine how performance appraisal goals affects employees performance at

federal medical centre Bida

iv. To find out how performance appraisal method. Affect the employee performance at

federal medical centre Bida.

For an organization to ensure continued effectives and efficiency of its employees every

organizations has to carry out staff performance appraisal from time so as to keep employees in

check and replace, retain, motivate and take any other appropriate actions the main challenges

that many organizations faces is how to maximize staff performance. Performance appraisal

therefore seems to be in editable. In the absence of structured, appraisal system can areate

serious ethnical, motivational and legal issues in the organizations. Without a structured

appraisal system there is no chance of ensuring that decisions made are fair, accurate, lawful and

2
defensible federal medical centre Bida has continued with the performance appraisal system

without establishing whether it has effects on employee performance and job.

1.3 RESEARCH QUESTIONS

i. How does performance appraisal feed backing affects employees performance at

federal medical Centre Bida?

ii. In what ways does performance appraisal process affect employees job performance at

federal medical Centre Bida?

iii. To what extent does a performance appraisal goal affects employee performance at

federal medical Centre Bida?

iv. How performance appraisal method does affects employee’s performance at federal

medical Centre Bida?

1.4 OBJECTIVES OF THE STUDY

i. The main objective of this study was to investigate effects of performance appraisal on

employee’s performance in the healthcare sector in federal medical Centre Bida Niger

state.

ii. To determine the relationship between performance appraisal and employees job

satisfaction.

iii. To establish how performance appraisal process affects employee performance at federal

medical Centre Bida Niger state

iv. To find out how performance appraisal methods affects employees at federal medical

Centre Bida.

v. To determine how performance appraisal at federal medical centre Bida Niger state

3
1.5 RESEARCH HYPOTHESIS

Ho: there are no significant effects on performance appraisal on employee’s job satisfaction H1:

there is significant effects on performance appraisal on employees job satisfaction

Hypothesis Two

Ho: there are no significant effects on performance appraisal on employee’s job satisfaction

H1: there is significant effect on performance appraisal on employee’s job satisfaction

Hypothesis Three

Ho: performance appraisal method does not affect employees performance at federal medical

Centre Bida.

H1: performance appraisal method affect employee performance at federal medical Centre Bida

Hypothesis four

Ho: performance appraisal goal does not affect employee performance at federal medical centre

Bida.

H1: performance appraisal goal affect employee performance at federal medical Centre Bida.

1.6 SIGNIFICANCE OF THE STUDY

This study is not just a mere academic exercise it immense benefit. Hence the study will be vary

significant in the following way

4
Government: this is one the main stakeholders in the local government. The findings of the

research will help formulate better polices to help the local government and to improve there

quality of life.

International organization: stakeholders who have had a big problem with unsuccessful project in

the past also face better days with publication of the result of this study.

Researcher in the future: These people will also rejoice in the collection of information gathered

in this study while conducting further studies in the future. The direct information collected by

the researcher in this study is used as secondary data, by these researchers in their quest to

explore relevant fields.

Stakeholders: This study tends to facilitate an understanding of performance appraisal and its

effective roles in employees job performance.

1.7 SCOPE OF THE STUDY

The study focused on employee performance appraisal as a tool for the growth ofpublic health

institutions in federal medical Centre Bida. It covered some of the employees of FMC Bida as

respondent conceptually.

1.8 DEFINITION OF TERMS

Performance:- Doing something successful and using knowledge as distinct from one

possession

5
Performance appraisal: the activity used to determine the employees performance effectively.

Performance appraises the employees systematic appraisal of the efficiency of performance and

other attributes necessary for job success

Employee:- an individual who was hired by an employer to do specific job and who gets paid on

hourly wage or annual salary.

Health Institutions:-an organization that provides health care and related services to the

provision of inpatient and outpatient care health institution also means government institutions

which is administered under the bureau and deliver health services to the community.

Appraisal:- a formal assessment typically in an interview, of the performance of an employee

over a particular.

6
 CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

in this chapter, the researcher try to view literature that explores what has been done on

employee performance appraisal in relation to smith of the yummy.

Literature review comprises documentation of information that relates to the subject under

review. Moreover, it helps to determine new approaches and stimulate new ideas. The chapter

further presents theories elatedly to the study.

2.2 HISTORICAL BACKGROUND OF FEDERAL MEDICAL CENTRE BIDA,

NIGER STATE

The federal medical centre (FMC) Bida is owned by the federal government of Nigeria and built

by the then Sani Abacha military administration, it was built in 1997 in Bida Niger state. The

centre is located in the efu-etsu Yisa ward of the ancient city of Bida, the second largest town in

Niger state. It was established in april 1 st , 1997 following an agreement between the federal

government of Nigeria and the government of Niger state. This agreement in the upgrading of

the former general hospital, Bida into a tertiary health care facility. The physical structure which

fmcb inherited was built by the British colonial general hospital, Bida passed on to the north

western government with the creation of 12 states in 1972 and later the federal government of

Nigeria in 1977. At the times of takeoff, the facilities and equipment had deteriorated and were

in various stages of advanced dilapidation. This situation prompted the new management to

immediately set an initial agenda restricting the facilities, rehabilitation of equipment and the

7
provision of additional facilities to bring the centre to its new status as a tertiary health

institutions. The new management was led by professor P.I Nmadu, a pediatric surgeon from

Abuth (Ahmadu Bello university teaching hospital) who was appointed in pioneer medical

director on apil 1, 1997.

The latest takeover brought about an existing process of transformation in the hospital in terms

of infrastructures, staffing equipment and services. Over the year the hospital has witnessed

theire development stages, the first in (1972-1966).

The hospital was in under the Niger state government. Ophthalmic, psychiatric and dental

pediatrics, laboratory, pharmacy, radiology and medical also with 450 bed facilities which

offered out the patient care, in addition to these, the social welfare administration and

maintenance department are rendering services. Furthermore, the staff consist of few medical

officer, pharmacist and nurses on ground at that point in time, hospital records were pourly kept

through the use of exercise books (Mainly kept by patient themselves). In 1987 there was a

provision of twin modular theatre for the hospital and the Niger state school of midwifery

training was running on the premise. The physical structure was deteriorating and at various

stages of dilapidation while equipment were obsolete outdated and at various stages of despair.

The second stage was from (1997-2000). This second stage between the Niger state and the

federal government. The takeover was smooth with only five new staffs including the pioneer

medical director (Prof.P.T Nmadu ) the other staff (from farmer general hospital) drew their

salary from Niger state government up to June, 1998, the centre fully took over in july 1998 and

its nurses to doctors, 2pharmacists and 79 supporting staff absorbed from the niger state civil

services and there were 36 new members of staff employed.

8
Towards the end of the yearlong the number of specialist had risen to and occasionallylocum

specialist from university of Ilorin teaching and ABU teaching hospital zaria. The hospital who

witness a crisis period that lasted 18 months resulting from displacement of staff and

introduction of hospital fees. During the period, the physical infrastructure development was

stunted by the crisis. The third stage (2001-2006) was characterized by major renovation of

physical structure in area like GOPD, A& E Medical words O& G wards works and maintenance

department, utility vehicle including ambulance and equipment including ECG. Was produced

and put in use in 2003. In 2006 more qualified sub specialist in urology, urology, orbit, anatomy

and community medicine joined the team. More than 87 nurses and a lot of more supporting

staff were also employed during the total institution attained the status of post graduate training

center during the period and was accredited by west Africa post graduate college for training in

general surgery. Obstetrics and gynecology and family medicine. The national post graduate

medicine college of Nigeria has also accredited the centre for training in family medicine, there

were in addition to the relevant council approval for training in terms of medicine, pharmacy,

radiography and medical laboratory science.

The plant administration has also witnessed the building of an oxygen plant. The centre is

approved primary and secondary health are provided under the national health insurance scheme

(NHIS). The centre is a baby friendly they also provided a services of VCT and PMTCT and a

national art centre. The federal medical centre Bida is under control of federal minister of health

to which it represents the interest of the federal government of Nigeria in niger state. The

hospital board of management is responsible for formulating polices for the centre and ensuring

the federal government for the policies on health programmed is fully implemented

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2.3. CONCEPTUAL FRAMEWORK

2.3.1 EMPLOYEE PERFORMANCE APPRAISAL

Performance appraisal often functioned as a platform for managers to convey feedbacks on

employees performances and provides guidance or plan for them to achieve the targeted

standards, which eventually reflects in success of execution of performance appraisal as a

measure of organizational effectiveness MCshane and von Glinow (2015) further explained that

level of effort, commitment and the amount of creativity that an employee contributed to his or

her jobs in an organization influenced productivity and these items were were also included for

their performance appraisal. This indicates that effort devoted from individual employees are

significant in ensuring that the organization goals are met. Managers played an important role by

continually assessing their employees process often services as a merit or demerit point to

determine employees salary increases, promotions, terminations, training

2.3.2 JOB SATISFACTION

Job satisfaction generally reflects how an employee feels about his or her job. It include how an

employee’s feels about the conditions within which he works and thus influence his attitude

towards his work. It is also concerned with rewards as employees feelings towards their

organization may be influenced by rewards Kim (2005). Schwpkter (2011) defined job

satisfaction is as the place durable emotional state resulting from the appraisal of one’s job as

achieving or facilitating one’s job values. Job dissatisfaction on the other hand, is the

undesirable emotional state an employee encounters if he realize that his value. Satisfaction is

categorized as intrinsic, extrinsic or total. According to wegge et al. (2007). Job satisfaction

helps organization in identifying work behaviors including organizational citizenship and

10
absenteeism. In like manner, sari (2004) asserts that organizations can identify or track employee

turnover with job satisfaction. It is also indicate of job performance chen (2006). As a result, an

organizations effort in increasing its employees job satisfaction can mitigate undesirable work

attitudes like absenteeism cohen et al (2007). Organization however are cautioned that job

satisfaction may have a negative correlation to productivity on the job as reported by judge et al

(2001) in a meta analysis which repealed low correlations between job satisfaction and

performance. Some factors influence job satisfaction include how complex an employees task is

usually employee who are high complexity tasks have high-complexity task is, usually

employees who have how to moderate complexity task cohen et al. (2007).

2.3.3 CHALLENGES OF PERFORMANCE APPRAISAL

Performance appraisal is faced with certain challenges and has also been criticized by

researchers and authors alike. The critics include evaluation criteria, evaluation errors and others

which hinder effectives performance appraisal. Maroney and Buckey (2010) assert that there is a

gap between theory and practice and further criticize HR specialists. For neglecting the used of

psychometric tools in performance appraisal. Similarly, walters (2005) identifies evaluation

criteria as a challenge faced by performance appraisal. He claims that the criteria could be vague

and suggest that performance appraisal criteria be be designed in quantifiable and measurable

team also among the critics in the use of appraisal by management as the main technique used to

develop employees performance bach (2005). According to bach, this techniques does not

encourage the assessment of employees past performance and reward employee based on their

past performance. This criticism is perhaps better summarized as having an entrenched focus on

future performance and placing limited importance on past performance hence giving credence

to the question by strebler (2001), as to why performance appraisal focuses on motivating

11
employees by ensuring performance goals and objectives are attained through adequate provision

of training needs and a vivid explanation of objectives and laying down vivid future objective.

Walters (2005) also discusses the lack of competence on the part of evaluations which results in

rating and evaluation errors based on personal biases like stereotying and halo effects. Maroney

and walters (2005) suggests that for reliable data and objectives appraisal process, appraisal

should be trained to carryout performance appraisals. Walters also cites resistance as a challenge

faced by performance appraisal he discusses that due to unfavorable ratings employees may

resists the appraisal process. There employees should get a clear explanation and be well

informed about the appraisal purpose and process. The standards should be clearly

communicated and every employee should be made aware of what exactly is expected from

them. In the light of this challenge, marine and Buckley assert that performance appraisal may

increase the dependence of employees on their superiors.

2.3.4 PERFORMANCE APPRAISAL APPROACHES

Organizations may adopt different approaches which can be traced to the categorization by

creamer and jansik(1999) which comprise behavior based approach, and result focused approach.

Creama and janosik (1999) describe the behavior based approaches as the type of performance

appraisal that employees the use specific factors of performance in the evaluation of employees

these include rating scales and forced choice method. Another type which fits under the behavior

based approach is the behavioral checklist which outlines specific criteria or target an employee

must meet. The behavior may very according to the particular type of job assessment. This is

method is regarded as favorable because it avoids company the performance of one employee

with the performance of another employee but rather focuses on performance yardsticks for each

employees Dita jose(2013). Secondly results focused approaches lay emphasis on what results
12
the appraisal bring, an example of result based approach which is widely used is management by

objectives (MBO). MBO evaluates performance objectively and it is a modern of performance

appraisals. With MBO, managers and their employees have a discussion and both parties agree

on which goals to achieve and when to achieve them Diya jose(2013). Diya jose (2013) also

discussion 360 degree appraisal and psychological appraisals. She describes 360 degree appraisal

as one which takes in all inclusive approaches. It ensures that all parties related to the employee,

that is the manager, supervisor, and team members gives a feedback on the employee

performance. It also makes use of employee profile and reports. Apart from all these an in depth

feedback from the employee himself is also used. Psychological appraisals, on the other hand,

are very useful in placing employees on teams as it uses a psychological approaches in

evaluating the psychological traits such as how an employee analysis issues, his reasoning

ability, his emotional stability, and his intellect.

2.3.5 IMPACTS OF PERFORMANCE APPRAISAL ON EMPLOYEES

PERFORMANCE.

Studies on the impacts of performance appraisal on employees attitudes emphasized the need for

feedback shrivastar & sapra, (2012) and reward Gichuchi, abaja & Ochieng, (2012). Shrivastar

and sapra, (2012). In a study investigate the impacts of performance appraisal on employees

attitude revealed the relevance of performance appraisal to organization but also emphasize the

need to give feedback to employees due to the positive impact that will have on their

performance. They assert that feedback after appraisal helps strength communication between

supervisor and employees and also motivates the employees the study also underscores the role

performance appraisal plays in guiding employees to work towards attaining organizational goals

and their own goals as well.

13
Poorly undertaken performance appraisals they warn, could have detrimental effect on the

organization by causing employees to perform worse. The study by Gichuhi, Abaja and Ochieng

(2012) discovered that employees realize little benefit after a performance appraisal. It claimed

that there was little reward as far as performance appraisal is concerned. The study assert that

there is no significant different in rewards to employees on the basis of their performance.

A recent study by Dadanis (2012) reveals that performance appraisal system strongly affected

the commitment of employees in both positive and negatively ways. She discovered that

employees loyalty are strongly affected hence their initiative in doing their work. It follows that

efficiency and effectiveness of the employees are strongly affected as they claimed that their

motivation in doing their work are affected. On the positive side. Responses by employees

revealed that they positive not mind working extra hours, on the negative side, however,

employees will be unwilling to work for extra hours or beyond the hours for which they are paid

because they feel they are not reward sufficiently. His study gives credence to the assertion by

lee and bruviod (2003) that employees are willing and feel obliged to repay the organization

through high performance level if the organization shows a commitment in terms of reward and

the development of employees. Employee will thus feel motivated to work towards achieving

organizational goals even those which may be super ordinate. And will also cause an increase in

their affective commitment Lathan (2003) finally, a research on sales persons asserts that giving

clear explanations on the criteria. Used in evaluating employees and giving employees the

chance to partake in designed appraisals has a positive relationship with their commitment.

However if the employees role in the organization are not clearly defined it will have a negative

impact on commitment pettijohn (2001).

14
2.3.6 ORGANIZATIONAL COMMITMENT

Hers covitch and meyer (2002) define organizational commitment to reflect how devoted an

employees is to his organization which usually comes about if he or she feels that he can identify

with the values and objective of the organization. It goes to show the extent to which an

employee would go to help an organization achieve its goal. And as there may be factors for

which an employee may not give his all in the course of rendering his duties at work. How

committed an employee is plays a role in two he persist in the face of these factors to extert more

effort to which he believe the organization viswesvaran (2005) mention the three vital pillars

which help define organization commitment firstly they cite an employees willingness to evert

more effort to aid organizational success and this exerted effort secondly they ate the willingness

of an employee to remain an employee of the organization, thirdly, the perception an employee

has about his organizations core value and how he identities with it. Organizational commitment

is an essential requisition in an employee for reaching challenging goals because as opposed to

easy goals. They require more effort and typically have lower chance of success than easy goals

do Lathan (2007) for over a period of 30 years several private and public sector organization

have generally focused significantly on researching into organizational commitment an act which

underscores the relevance of the issue meyer (2004).

2.4 THEORETICAL FRAMEWORK

The theoretical framework is a logically described developed and elaborated network of

association among variables deemed relevant to the problem situation identified sekaran (2010).

15
2.4.1 EXPECTANCY THEORY

This theory was proposed by victor room in 1964 and it stress and focuses on outcomes.

According to Lucas and diener (2007) expectance theory is a set of decision in econies of

motivation and performance. Perception plays a vital role in this theory because it emphasize on

cognitive ability to anticipate likely consequences that result from behavioral action knetner &

kinniki (2011) as explained by romm (1964) the expectancy theory has two major assumptions

that is individual have a perception about the concerns that result from their interactive

engagements and casuals relations among the outcomes and second assumption is individuals has

effective reactions to certain outcomes that is both positive and negative value (Lucas &

Dienece 2007). According to this theory individual are motived to performance by two

expectations. Expectancy is the probability that the effort will always lead to desired

performance and second expectancy is that particular performance will lead to preferred

outcomes while some effort will not be rewarded the employee will not be motivated with to

performance specific task expectancy theory relived upon motivations to clainfy the causes of

behavior at a work stations external rewards are viewed as motivations that fuel behavior as

opposed to intrinsic motivators when behavior are driven from internal forces.

2.4.2 THEORY X AND THEORY Y

MC Gregor proposed two theories by which to view employee motivation. He avoided

descriptive label and simply called the theories, theory x and theory y. both of these theories

begin with the premise that management role is to assemble the factors of production, including

people, for the economic benefits of the firm beyond this point, the two theories of management

diverge.

16
THEORY X

Theory x assumes that the average person

1. Dislikes work and attempt to avoid it.

2. Has no ambition, want no responsibility and would rather follow than lead.

3. Is self-centered and therefore does not care about organizational goal.

4. Resist change

5. Is gullible and not particularly intelligent.

6. Essentially theory x and theory y assumes that people work only for money and security.

THEOEY X THE HARD APPROACH THAT PEOPLE AND SOFT APPROACH

Under theory x, management approach can range from a hard approach to a soft approach. The

hard approach relies on coercion, implicit threat, close supervision and tight controls, essentially

en environment of command and control. The soft approach is to be permissive and seek

harmony with the hope that in returns employees will co-operate when asked to do so. However,

neither of these extremes is optional the hard approach results in ever measuring request for

more rewards in exchange for ever decreasing work output, the optional management approach

under theory x probably would be somewhere between these extremes. However mc greger

asserts that neighed approaches is appropriate because the assumption of theory x are not correct.

17
THEORY Y

The higher level needs of esteem and self actualization are continuing needs in that they are

completely satisfied as such, it is these higher level need through which employees can best be

motivated theory y makes the following general assumptions.

i. Work can be as natural as play and rest

ii. People will be self directed to meet their work objectives if they are committed to

them.

iii. People will be committed to their objectives if rewards are in place that addes

higher needs such as self fulfilment

iv. Under these conditions, people will seek responsibility

v. Most people can handle responsibility because creatority and in genvity are

common in the population under these assumption there is an opportunity to align

personal goals with organizational goals by using employees own quest for

fulfillment as the motivator. Mc greger stressed that theory y management does

not imply a soft approaches. Mc gregor recognized that some people may not

have reached the level of maturity assumed by theory y and therefore may need

tighter controls that can be relaxed as the employees develops.

18
2.4.3 FEEDBACK INTERVENTION THEORY

Klyger and Denisi feedback intervention theory indicates that feedback recipient may be

indicated to focus their attention on task – motivation e.g. the task itself or on meta-task process.

Involving the self. This theory works in a circle, the success of progressing round which is

influenced by variables. It is the act of providing knowledge of the result of a behavior or

performance to an individual.

2.4.4 EQUITYS THEORY

Equity theory popularly known as Adams equity they aims to strike a balance between an

employees’ input and output in a workplace. If the employee is able to find his or her right

balance it would lead to a more productive relationship with the management. Equity theory

focuses on determining whether the distribution of resources is fair to both relational partners, it

is also based on the ideas that individual are motivated by fatness.

2..5 EMPHERICAL REVIEW

The empirical review highlights the past studies on the variable of the study. This includes the

study conducted on employee performance among employees and performance appraise system.

A reviews the aspect of job performance, employee motivation, staff training and employee

performance. Emerald publishing limited conducted a study on positive outcomes of negative

feedback. Succeeding with performance appraisal, the main objective of the paper was to review

the latest trend and management developing across the globe and pinpoints. The practical

implication from cutting edge case studies and research studies the methodology approach was a

preparation by independent writer who added their own impartial comment and placed the

articles in context. The finding indicates that organization which endeavor to constantly impure
19
are best placed to gem competitive edge over their competition and performance appraisal

feedback are critically important because the process offer. Organizations a valuable opportunity

to measure how each staffs will always underperform, therefore organizations must be able to

address the issues to avoid alienating those employees who are willing to pure their weight and

negative feedback remains an important part of appraised mix (emrald publishing limited, 2017)

the methodology used for this study was biased because the approach was a preparation by

independent writers who added their own important comment and need the articles In an text

2.6 RESEARCH GAP

A though some studies on performance appraisal here been conducted (see kiyaye 2004) arm

study 2010) and the determinants of performance appraisals here been conducted covering trends

in performance which are setting goals, training and development flexibility, inspiring

workplace, employee’s performance employee engagement, and rewords recognition.

2.7 RESEARCH MODEL

Independent variables

Performance appraisal goals Dependable variables

Performance appraisal method Employee performance

Performance appraisal process
Performance appraisal feedback

Indicators Independent Types of data analysis

Variables

 Evaluating Performance Descriptive statistics

appraisal
20
 feedback feedback

 Measure

feedback

 Providing

information to

staff

 Poor review Performance Descriptive statistics

appraisal

process

 Self-review

 Forced choice

rating

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 CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1 INTRODUCTION

In this chapter, the research has to discuss the methodology used to carry out the research work.

Sampling method, and sample size, method of collection of data, method of questionnaire

distributed, and data analysis.

3.2 RESEARCH DESIGN

For the purpose of this study, the questionnaire administered research method there is descriptive

in nature and has the basic characteristics which involves the collection of data to facilitate the

answer of research questions through which the test of hypothesis was adopted, this method will

be considered appropriate because it will helped us to describe, examine, analyze and interpret

the variables in the study

3.3 POPULATION OF THE STUDY

Population of the study refer to the entire subject which the research investigating in hight of this

population of FMC Bida the total number of staffs working in FMC Bida is 725 medical

Personel of Federal Medical Center Bida. Administrative Staff of The Federal Medical Centre

Bida,

3.4 SAMPLING TECHNIQUE AND DETERMINATION OF SAMPLE SIZE

A sample is a collection of observable group from a parent population for the purpose of a

research study. Here every respondent are given relative equal chance The researcher will

administered seven hundred and twenty five (725) questionnaires to Federal Medical Center Bida

staff, the sample size of this study is 60

22
random sampling method will be used in this study simply because of the nature of data required

by the researcher. This approach will be used to get the needed information from respondents

who are staffs of Federal Medical Center Bida

3.5 INSTRUMENT USED FOR DATA COLLECTION

The instrument that will be employed for data collection in this research work is the

questionnaire type because the response will be gathered in a standardized way, and

questionnaires are more objectives than any other instruments.

3.6 VALIDATION AND RELIABILITY OF DATA INSTRUMENTS

Validity is the extent to which an instrument can be relied upon to do what it purports to do

accurately and is concerned with the soundness and effectiveness of the measuring instrument

(Akinwunmi&Osiki, 2006).

The researcher will use the survey method which the questionnaire is one of its major tools. The

researcher will prepare a questionnaire which will consist of open and closed ended questions

with multiple answers options and he will presented it to the supervisor who will gave necessary

corrections and made approval for its administration to the respondents

3.7 METHOD OF DATA ANALYSIS

Data will be collected through the questionnaires administered to the targeted respondents and

presented on frequency distribution table for interpretations and analysis. Hypotheses were tested

using statistical package for social science (SPSS).

23
 CHAPTER FOUR
DATA PRESENTATION ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
This chapter illustrates the presentation of data collected, analyzed the data, interpretation and

discussion of findings of collected data. Section 4.2 focused on data analyses and interpretation

while section 4.3 focused on test of hypothesis

4.2 DATA PRESENTATION, ANALYSIS AND INTERPRETATION

SECTION A: Personal Information
Table 1
Gender

Frequency Percent Valid Percent Cumulative

Percent

Male 35 58.3 58.3 58.3

Valid Female 25 41.7 41.7 100.0

Total 60 100.0 100.0

Source: Questionnaire Administered (2022)

Table 1 show that 35 of the respondents representing 58.3% are male while 25 of the respondent
representing 41.7% are female
Table 2
Age
Frequency Percent Valid Percent Cumulative
Percent

20-29 10 16,7 16.7 16.7

20-39 10 16.7 16.7 33,4

40-49 20 33.3 33.3 66.7

Valid
50-59 10 16.7 16.7 100.0

60 above 10 16.7 16.7

Total 60 100.0 100.0

Source; Questionnaire Administered (2022)

24
Table 2 shows that 10 respondent representing 16.7% are within 20-29 years, 10 respondent

representing 16.7% are within 20-39 years, 20 respondents representing 33.3% are within 40-49

years, 10 respondent representing 16.7% are within 50-59 years while 10 respondents

representing 16.7% are from 60 years and above

Table 3
Marital Status

Frequency Percent Valid Percent Cumulative

Percent

Married 35 58.3 58.3 58.3

Valid Single 25 41.7 41.7 100.0

Total 60 100.0 100.0

Source; Questionnaire Administered (2022)

Table 3 shows that 35 of the respondents representing 58.3% are married while 25 of the

respondent representing 41.7% are single

Table 4
Educational Background

Frequency Percent Valid Percent Cumulative

Percent

PHD 10 16,7 16.7 16,7

Master Degree 30 50 50 66.7

Valid First Degree 15 25 25 91.7

HND 5 8.3 8.3 100.0

Total 60 100.0 100.0

Source: Questionnaire Administered (2022)

25
Table 4 shows that 10 of the respondents representing 16.7% are PHD holder, 30 of the

respondents representing 50% are Master degree holders, 15 of the respondents representing

25% First Degree holders while 5 respondents representing 8.3% are HND holders

Table 5

Working Experience

Cumulative
Frequency Percent Valid Percent Percent
Valid 0-2 - - - -
3-5 10 16.7 16.7 16.7
6-10 30 50 50 66.7
11-15 15 25 25 91.7
16 above 5 8.3 8.3 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 5 show that 10 respondent representing 16.7 have work in this organization from 3-5 years

30 respondent representing 50% have 3-5 years experience 15 respondent representing 15 have

11-15 years work experience while 5 respondent representing 8.3% have 16 years and above

experience.

26
Section B

Table 6

Performance Appraisal Feedback Affect Employee Performance

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 30 50 50.0 50.0
Agree 20 33.3 33.3 83.3
Strongly Disagree - - - -
Disagree 5 8.3 8.3 91.7
Undecided 5 8.3 8.3 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 6 show that 30 respondent representing 50% strongly agree that performance appraisal

feedback affect employee performance 20 respondent representing 33.3% agree 5 respondent

representing 8.3% Disagree while 5 respondent representing 8.3 undecided it imply that

performance appraisal feedback affect employee performance.

Table 7

Performance Appraisal Affect Job Satisfaction

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 20 33.3 33.3 33.3
Agree 30 50 50 83.3
Strongly Disagree - - - -
Disagree 5 8.3 8.3 91.7
Undecided 5 8.3 8.3 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 7 show that 20 respondent representing 33.3% strongly agree that performance appraisal

affect job performance 30 respondent representing 50% agree 5 respondent representing 8.3%
27
Disagree while 5 respondent representing 8.3 undecided it imply that that performance appraisal

affect job performance

Table 8

Our Organization Appraises The Performance Of Its Employee

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 30 50 50.0 50.0
Agree 20 33.3 33.3 83.3
Strongly Disagree - - - -
Disagree 5 8.3 8.3 91.7
Undecided 5 8.3 8.3 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 8 show that 30 respondent representing 50% strongly agree that there organization

appraises the performance of is employee 20 respondent representing 33.3% agree 5 respondent

representing 8.3% Disagree while 5 respondent representing 8.3 undecided it imply that the

organization appraises the performance of its employee

Table 9

Performance Appraisal In Our Organization Aims At Improving Employee

Performance And Strengthening Our Job Skills

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 50 83.3 83.3 83.3
Agree 10 16.7 16.7 100.0
Strongly Disagree - - - -
Disagree - - - -
Undecided - - - -
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)
28
Table 9 show that 50 respondent representing 83.3% strongly agree that Performance appraisal in

our organization aims at improving employee performance and strengthening their job skills

while 10 respondent representing 16.7% agree. It imply that Performance appraisal in our

organization aims at improving employee performance and strengthening our job skills

Table 10

Performance Appraisal Is Used As A Decision Making Tool For Improving

Performance And Set Promotion Standard
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 20 33.3 83.3 83.3
Agree 10 16.7 16.7 100
Strongly Disagree 10 16.7 16.7 -
Disagree 10 16.7 16.7 -
Undecided 10 16.7 16.7 -
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 10 show that 20 respondent representing 33.3% strongly agree that Performance Appraisal

is used as a decision making tool for improving performance and set promotion standard 10

respondent representing 16.7% agree 10 respondent representing 16.7% strongly Disagree 10

respondent representing 16.7% Disagree while 10 respondent representing 16.7% undecided

29
Table 11

Transfer, Demotion Suspension And Dismissal Is Based On Performance Appraisal

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 60 100 60 100.0
Agree - - - -
Strongly Disagree - - - -
Disagree - - - -
Undecided - - - -
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 11 show that all the respondent strongly agree that Transfer, demotion suspension an
dismissal is based on performance appraisal
EMPLOYEE PERFORMANCE
Table 12
Continuous Formal And Informal Monitoring Of Employee Performance Is A Strategic
Issue In The Organization
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 20 33.3 33.3 33.3
Agree 10 16.7 16.7 50.0
Strongly Disagree - - - -
Disagree 20 33.3 33.3 83,3
Undecided 10 16.7 16.7 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 12 show that 20 respondent representing 33.3% strongly agree that Continuous formal and

informal monitoring of employee performance is a strategic issue in the organization 10

respondent representing 16,7% agree 20 respondent representing 33.3% disagree while 10

30
respondent representing 16.7% undecided that Continuous formal and informal monitoring of

employee performance is a strategic issue in the organization

Table 13
Employee tasks are such that their performance can be clearly define and measured
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 20 33.3 33.3 33.3
Agree 10 16.7 16.7 50.0
Strongly Disagree - - - -
Disagree 20 33.3 33.3 83.3
Undecided 10 16.7 16.7 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 13 show that 20 respondent representing 33.3% strongly agree that Employee tasks are

such that their performance can be clearly define and measured 10 respondent representing

16.7% agree 20 respondent representing 33.3% Disagree while 10 respondent representing

16.7% undecided.

31
Table 14
Organization ensure comprehensive incentive plans based on employees performance to
Company’s objectives
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 40 66.7 66.7 66.7
Agree 20 33.3 33.3 100
Strongly Disagree - - - -
Disagree - - - -
Undecided - - - -
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 14 show that 40 respondent representing 66.7% strongly agree that Organization ensure

comprehensive incentive plans based on employees performance to company’s objectives while

20 respondent representing 33.3% agree. So it imply that the organization ensure comprehensive

incentive plans based on employees performance

Table 15

Employee Tasks are clearly define

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 10 16.7 16.7 16.7
Agree 10 16.7 16.7 33.4
Strongly Disagree 20 33.3 33.3 66.7
Disagree 10 16.7 16.7 83.4
Undecided 10 16.7 16.7 100.0
Total 60 100.0 100.0
Source: Questionnaire Administered (2022)

Table 15 show that 10 respondent representing 16.7% strongly agree that Employee Tasks are

clearly define 10 respondent representing 16.7% agree 20 respondent representing 33.3%

32
strongly Disagree 10 respondent representing 16.7% disagree while 10 respondent representing

16.7% undecided. It imply that employee tasks are not clearly define

4.3 TEST OF HYPOTHESIS

In this section, the researcher validated the hypotheses of the research work. In testing the

hypotheses formulated, Chi-square statistical tool was used.

DECISION RULE: Accept the null hypothesis (Ho) if the calculated Chi-square value is less

than the critical value of the Chi-square distribution table, otherwise reject the null hypothesis

and accept the alternate hypothesis (Hi). That is; Reject H O if P value ≤ 0.05, otherwise do not

reject.

Test of Hypothesis One

Ho: There is no significant relationship between performance appraisal feedback and employees

performance

Chi-Square Test

Frequencies

Observed N Expected N Residual

Strongly Agree 30 4.0 11.0

Agree 20 4.0 0.0

Strongly Disagree - - -

Disagree 5 4.0 0.0

Undecided 1 4.0 -3.0

Total 60

33
 Test Statistics

Performance Appraisal Feedback

Affect Employee Performance

Chi-Square 24.300a

DF 1

Asymp. Sig. .000

a. 0 cells (0.0%) have expected frequencies less than 5. The

minimum expected cell frequency is 20.0.

CONCLUSION: Having run a test statistics of the values, chi-square equates 24.300 a value at a

df of 1 with a significance value of 0.000. Therefore, since P value 0.000 < 0.05, we reject H O

and accept H1 and conclude at 5% level of significant that There is significant relationship

between performance appraisal feedback and employee performance

Hypothesis Two

Ho: There no significant Impact of performance appraisals on employees’ performance

Hi: There is significant Impact on performance appraisals on employees’ performance.

Performance appraisal affect job satisfaction

Observed N Expected N Residual

Strongly Agree 20 4.0 2.0

Agree 30 4.0 1.0

Strongly agree - - -

Disagree 5 4.0 -1.0

Undecided 5 4.0 -1.0

Total 60

34
 Test Statistics

Performance appraisal affect job

satisfaction

Chi-Square 32.400a

Df 2

Asymp. Sig. .000

a. 0 cells (0.0%) have expected frequencies less than

5. The minimum expected cell frequency is 20.0.

CONCLUSION: Having run a test statistics of the values, chi-square equates 32.400 a value at a

df of 2 with a significance value of 0.000. Therefore, since P value 0.000 < 0.05, we reject H O

and accept H1 and conclude at 5% level of significant that There is significant Impact on

performance appraisals on employees’ performance.

4.4 DISCUSSION OF FINDINGS

Table 6 show that 30 respondent representing 50% strongly agree that performance appraisal

feedback affect employee performance 20 respondent representing 33.3% agree 5 respondent

representing 8.3% Disagree while 5 respondent representing 8.3 undecided it imply that

performance appraisal feedback affect employee performance. Table 7 show that 20 respondent

representing 33.3% strongly agree that performance appraisal affect job performance 30

respondent representing 50% agree 5 respondent representing 8.3% Disagree while 5 respondent

representing 8.3 undecided it imply that that performance appraisal affect job performance Table

8 show that 30 respondent representing 50% strongly agree that there organization appraises the

performance of is employee 20 respondent representing 33.3% agree 5 respondent representing

8.3% Disagree while 5 respondent representing 8.3 undecided it imply that the organization

35
appraises the performance of its employee Table 9 show that 50 respondent representing 83.3%

strongly agree that Performance appraisal in our organization aims at improving employee

performance and strengthening their job skills while 10 respondent representing 16.7% agree. It

imply that Performance appraisal in our organization aims at improving employee performance

and strengthening our job skills Table 10 show that 20 respondent representing 33.3% strongly

agree that Performance Appraisal is used as a decision making tool for improving performance

and set promotion standard 10 respondent representing 16.7% agree 10 respondent representing

16.7% strongly Disagree 10 respondent representing 16.7% Disagree while 10 respondent

representing 16.7% undecided Table 11 show that all the respondent strongly agree that

Transfer, demotion suspension and dismissal is based on performance appraisal Table 12 show

that 20 respondent representing 33.3% strongly agree that Continuous formal and informal

monitoring of employee performance is a strategic issue in the organization 10 respondent

representing 16,7% agree 20 respondent representing 33.3% disagree while 10 respondent

representing 16.7% undecided that Continuous formal and informal monitoring of employee

performance is a strategic issue in the organization Table 13 show that 20 respondent

representing 33.3% strongly agree that Employee tasks are such that their performance can be

clearly define and measured 10 respondent representing 16.7% agree 20 respondent representing

33.3% Disagree while 10 respondent representing 16.7% undecided. Table 14 show that 40

respondent representing 66.7% strongly agree that Organization ensure comprehensive incentive

plans based on employees performance to company’s objectives while 20 respondent

representing 33.3% agree. So it imply that the organization ensure comprehensive incentive

plans based on employees performance Table 15 show that 10 respondent representing 16.7%

36
strongly agree that Employee Tasks are clearly define 10 respondent representing 16.7% agree

20 respondent representing 33.3% strongly Disagree 10 respondent representing 16.7% disagree

37
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 INTRODUCTION

This chapter includes summary of findings, conclusions and recommendations in respect of the

objectives of the study.

5.2. SUMMARY OF THE FINDINGS

In this study it was show that most of the employee are male which most of them are married and

half of the employee are from 40-44 year and also most of them are master Degree holder and

most of the employee have years of experience working in the organization. In this study it was

show that most of the employee agree that performance appraisal feedback affect employee

performance and also the employee believe that performance appraisal feedback also affect their

Organizational comprehensive plans and also it was also stated by the employee that Transfer,

demotion suspension and dismissal is based on performance appraisal as a result of this most of

the employee put in all their effort in their job it also stated that 90% of the employee

performance are being evaluated by the employer so as to enable the employee improve their

performance and strengthen their job skills.

5.3 CONCLUSION

The findings demonstrated that the performance appraisal policy can be an effective tool in

employee performance if it is perceived to be objective and fair. The findings also revealed that

employee participation in the performance appraisal policy was high and this led to employee

performance and perception of the process and outcome as being fair. This finding also

confirmed the observations of Bond and Fox (2017) who highlight that employee performance

38
was transparent in their evaluations and that they were treated fairly in compensation and

promotion.

5.4 RECOMMENDATIONS

The results of the study indicated that most employees preferred performance appraisals to be

used for training and development purposes. It is recommended that managers should improve

on the training and development needs analysis component of performance appraisal policy in

order to meet the aspirations of employees. A well trained and developed workforce is required

for increased employee performance and organizational growth. It would also lead to efficiency

and effectiveness of organizational activities.

1. Any changes made to ratings of employees during the performance appraisal process

should be communicated clearly and early to all concerned. This would go a long way to

prevent conflict situations and create a healthy atmosphere for team work.

2. Methods of helping poor performers to improve upon their performance, such as

counseling and job rotation as well as transfers should be put in place by top

management as policy interventions.

3. To be able to obtain a reliable performance appraisal policy of the employee, supervisors

should make it a point of making periodic notes on each of the employees to be

appraised. This is because, if one waits till the end of the period to do the performance

appraisal policy, the tendency will be to forget some other important positive or negative

behavior the appraise showed in the course of that period under review.

4. Top management and managers, who conduct the performance appraisal needs to be

equipped with methods of motivating employees through the performance appraisal

policy. Kuvaas (2016) indicates that motivation is an important element to employee

39
 performance. Furthermore, performance appraisal policy creates a learning experience

that motivates employees to develop themselves and improve on their

5.5 STUDY LIMITATIONS FOR FURTHER RESEARCH

It is a known fact that researchers encounter a lot of problem, which are inherent in our society

and this research is no exception This problem will range from personal constraints to

environment problems.

Time for instance will be constraints. A lot of time will be consumed before this research could

be carried out. The researcher has to forfeit a lot of appointment, assignments, and other

commitments especially during the collection of information that will be used for the literature

review.

Lack of statistic will be another major setback to this research. It will be due to the impossibility

of obtaining some accurate information required. It should be noted that lack of accurate statistic

limits accuracy of any research work. They seriously guided most information considered

confidential to the organization.

40
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43
 APPENDIX

Department of Business
Administration and Management
The Federal Polytechnic Bida
October 14 2022
Dear Respondent,

I am a final year student of Federal Polytechnic Bida in Department of Business Administration

and Management (HNDII). In fulfillment of the basic requirement for the Award of National

Diploma, each student is mandated to undertake research work.

In compliance with practical aspect of my research work international equitable association

limited has been chosen as my company for study. The topic of my research work is centered on

Impact Of Performance Appraisal On Employee Performance (A Case Study Of Federal Medical

Center Bida

I assure you that any information provided for this study will be treated strictly as confidential

and used solely for this academic work. I shall be grateful if you kindly provide the information

in this Questionnaire.

Thanks.

Yours faithfully

Enechi Dorathy Ogechi

44
 QUESTIONNAIRE
EMPLOYEE PERFORMANCE APPRAISAL AS A TOOL FOR THE GROWTH OF

PUBLIC HEAITH INSTITUTION

(A CASE STUDY OF FEDERAL MEDICAL CENTER BIDA)

INSTRUCTION: This questionnaire contains statement about impact of performance appraisal

on employee performance.

In section A: Thick (√) where necessary while in section B, thick the number that represent how

you feel about the statement by using the following scoring system.

Strongly agree 5

Agree 4

Undecided 3

Disagree 2

Strongly disagree 1

SECTION A: PERSONAL DATA

Please respond to the questions below by ticking (√) the right option.
1. Gender: Male [ ] Female [ ]
2. Age (in years): Less than 20 [ ] 20 – 29 [ ] 30 – 39 [ ] 40 – 49 [ ] 50 and above [ ]
3. Marital status: Single [ ] Married [ ]
4. Highest level of education: PH. D [ ] Master’s Degree [ ] First Degree [ ] HND [ ]
Others (specify)
5. Working experience: 0 – 2 years [ ] 3 – 5 years [ ] 6 – 10 years [ ] 11 – 15 years [ ]16 and
above [ ]

45
SECTION ‘B’ PERFORMANCE APPRAISAL
S/N Statements 5 4 3 2 1

6 Performance appraisal feedback affect employee

performance
7 Performance appraisal process affect employees’ job
satisfaction
8 Appraisal goal effect employee performance in Federal
Medical Centre Bida
9 Performance appraisal in our organization aims at improving
employee performance and strengthening our job skills
10 Performance Appraisal is used as a decision making tool
for improving performance and set promotion standards
11 Transfer, demotion, suspension and dismissal is based on
performance appraisal
12 Performance appraisal improves motivation and job
Satisfaction.

SECTION ‘C’ EMPLOYEE PERFORMANCE

S/N Statements 5 4 3 2 1

13 Continuous formal and informal monitoring of employee

performance is a strategic issue in the organization.
14 Employees tasks are such that their performance can be
clearly defined and measured
15 Organization ensures comprehensive incentive plans
based on employees’ performance to company’s
objectives
16 Employees tasks are clearly defined.

17 Employees take active part in performance review

discussions
18 Promotional opportunity affects employee’s
performance
19 Appreciation and being praised by the managers for
successful employees increase their success at work

46
47